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Towards a smart world

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IT has been making radical changes in how we do things, and the cement industry is no exception. Condition monitoring of high-value assets is an age old practice, but the novelty brought in by IT, is on line condition monitoring even from remote places. DALOG from Germany has taken pioneering steps to propagate the idea.

To prevent breakdowns is good but the goal must be to avoid machine failures from the beginning. This has been the aim of the DALOG GmbH for almost two decades. Ever since their online condition monitoring systems helped to maximise the availability of machines by making precise analysis and supporting the plant team remotely with failure predictions, maintenance preparation support, and even advice for process improvement. Yet, the outcome on the production can only be assured by an interconnected monitoring solution that covers the full value chain of the cement production process.

Process correlated condition monitoring
Creating save islands in the plants by monitoring the most critical assets with acceleration and temperature sensors allows to predict failures on gears and bearings before they end in a catastrophic breakdown. A tooth failure on a gear can be detected before it breaks off and turns into a loose cannon within the gearbox. A bearing with upcoming pitting can be ordered in time. Statistical models even allow to predict the remaining lifetime of a machine component. In general, failures are detected at an early stage, which gives time to act and plan. Plants benefit from less unplanned stoppages and a minimisation of secondary damages.

The next logical goal is to increase the time between failures, by optimising operational stability. The torque measurement on rotating shafts has shown to precisely measure the real load on the machine and a high frequency measurement shows peaks not visible in the motor power. Consequently, it is a valuable tool to evaluate operational stability and to detect dangerous overloads on the machine. This is especially important for machines with a high dynamic process like vertical roller mills and roller presses, where operational instability can often be related to issues in the grinding elements or the process, like an improper feed. For a root cause analysis in the process, the online condition monitoring system needs to be able to communicate with the PLC to receive parameters like feed rate, pressures and motor power; sending alarms and trends to the DCS, helps to integrate the operators in the project, which gives them the necessary information to take appropriate measures to prevent machine failures or instabilities.

One of the big challenges for the cement industry towards a successful transition to the digital factory, will be the standardisation of communication protocols. OEM proprietary protocols dominate the cement plants and given that this situation will not change soon, the DALOG condition monitoring system supports most of the fieldbus protocols, to establish a bi-directional communication with the PLC. The key elements to prevent failure in the future are real load measurements with a torque sensor, the data exchange (process and condition) between the condition monitoring system and machine control, and the integration to the operator.

Online data acquisition for all machines
The industry has made great progress in the last years with its maintenance strategies. The FMEA (Failure Mode and Effects Analysis) today is a standard tool evaluate risks and thus even today many of the most critical machines, like mills and kilns, are equipped with an online condition monitoring system and respectively covered by the predictive maintenance strategy. Nevertheless, less complex and smaller equipment, like fans, conveyors, or bucket elevators, often fall through the net, besides its clear impact on the production. The maintenance strategy for those machines in today`s plants are either "run to breakdown", preventive, or condition based with temporal measurements on the equipment. They all have in common that the initial investment is very low, but the ongoing operational costs are soaring. The run to failure strategy bears a lot of risks and will cause unplanned stoppages and production loss.

Preventive maintenance reduces the risk, but relies solely on life-time estimations or manual inspections to schedule maintenance intervals. This either results in changing machine parts too early or too late, one ends in higher spare part investment, the other in production loss. Condition based maintenance intervals can be achieved by mobile measurements. Yet, the quality and reliability of an analysis with mobile equipment has a high variance. They are time consuming and must be carried out by trained personal that needs to fulfill a rigid schedule taking those measurements. Risks involve selecting a non-optimal measurement position, not considering different machine production situations at the time of the reading, or in the worst case, not taking the measurement after all. Trend analysis and process correlation is in the best case suboptimal.

The cement plant of the future will solely rely on a predictive and proactive maintenance strategy, which bases its decisions on data from online condition monitoring systems. The advantage lies on the hand: while reducing time consuming field work, the plant can count on more precise measurements and a higher data density, thus a higher reliability of their predictions and consequently a higher availability of the plant.

New challenges for maintenance
As the data density increases and analysis algorithms improve, what about the typical tasks for the maintenance team? While it is possible to measure the impacts of the tropical rain fall on the feed of a vertical roller mill in a cement plant in the Philippines, or to detect the effects of sand (silica) on the operational stability in a roller press in the Mid-West, it is yet a great task to integrate all the external influences into an algorithm that could replace the judgement of a trained expert. On the other hand, as reliability increases and field work decreases, more time and effort will be spent on performance optimisation and the collected data will build the foundation to plan, carry out and measure the outcomes of such initiatives. Experienced vibration analysis, maintenance, and process experts from DALOG, guide already today many plants to interpret the data and optimise their performance.

Online condition monitoring
How can online condition monitoring go even further and support a company-wide strategy? Wikipedia defines strategy as "a high-level plan to achieve one or more goals under conditions of uncertainty". It is clear how online condition monitoring continuously provides information to maintenance to eliminate uncertainty. But why stop there? The DALOG online condition monitoring solution acquires data in high resolution to evaluate machine condition, operational stability and process parameters that will help to evaluate the overall performance. The latest software generation DALOG Busy Bee calculates KPIs and statistics that are visualised in customisable dashboards. It is possible to display statistics about machine availability, energy consumption and operational stability, to name just a few. Surely, the access to the data is not limited locally to plant facilities. An encrypted connection to the cloud permits to access the data worldwide from a laptop, smartphone or tablet. This allows regional managers and headquarters to gain insight about the performance and condition of cement plants of a region, or country, thus any production strategy within the organisation will be exposed to less uncertainty.

A look back and the possibilities we have today
DALOG was founded in 1998. Back then, it was state-of-the-art to equip the monitoring system with a GSM module to dial up and establish a 9.6 kBit/s connection. Few people back then could have imagined that today most plants have access to the internet 1,00,000 times faster (1 Gbit/s). I would not dare to make a prediction for the technology we will have in 20 years, but I can say what is possible since today.

The DALOG Plant Protection Concept is a bottom up approach where on the lowest layer data is collected and stored on the cloud.

The massive amount of data is processed to be useful for different stakeholders within the same organisation. The maintenance team can work with precise failure analyses and can plan maintenance intervals based on machine condition and proactively work on increasing the time between machine failures.

The production team gains statistics and models for production planning. The plant manager can evaluate overall plant performance comfortably from his smartphone. In the end, online condition monitoring will build the foundation, for a seamless integration of data-driven decision making within the whole organisation.

Courtesy: DALOG, Diagnosesysteme GmbH, Muehlbachstr. 21

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Economy & Market

From Vision to Action: Fornnax Global Growth Strategy for 2026

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Jignesh Kundaria, Director & CEO, Fornnax Recycling Technology

As 2026 begins, Fornnax is accelerating its global growth through strategic expansion, large-scale export-led installations, and technology-driven innovation across multiple recycling streams. Backed by manufacturing scale-up and a strong people-first culture, the company aims to lead sustainable, high-capacity recycling solutions worldwide.

As 2026 begins, Fornnax stands at a pivotal stage in its growth journey. Over the past few years, the company has built a strong foundation rooted in engineering excellence, innovation, and a firm commitment to sustainable recycling. The focus ahead is clear: to grow faster, stronger, and on a truly global scale.

“Our 2026 strategy is driven by four key priorities,” explains Mr. Jignesh Kundaria, Director & CEO of Fornnax.

First, Global Expansion

We will strengthen our presence in major markets such as Europe, Australia, and the GCC, while continuing to grow across our existing regions. By aligning with local regulations and customer requirements, we aim to establish ourselves as a trusted global partner for advanced recycling solutions.

A major milestone in this journey will be export-led global installations. In 2026, we will commission Europe’s highest-capacity shredding line, reinforcing our leadership in high-capacity recycling solutions.

Second, Product Innovation and Technology Leadership

Innovation remains at the heart of our vision to become a global leader in recycling technology by 2030. Our focus is on developing solutions that are state-of-the-art, economical, efficient, reliable, and environmentally responsible.

Building on a decade-long legacy in tyre recycling, we have expanded our portfolio into new recycling applications, including municipal solid waste (MSW), e-waste, cable, and aluminium recycling. This diversification has already created strong momentum across the industry, marked by key milestones scheduled to become operational this year, such as:

  • Installation of India’s largest e-waste and cable recycling line.
  • Commissioning of a high-capacity MSW RDF recycling line.

“Sustainable growth must be scalable and profitable,” emphasizes Mr. Kundaria. In 2026, Fornnax will complete Phase One of our capacity expansion by establishing the world’s largest shredding equipment manufacturing facility. This 23-acre manufacturing unit, scheduled for completion in July 2026, will significantly enhance our production capability and global delivery capacity.

Alongside this, we will continue to improve efficiency across manufacturing, supply chain, and service operations, while strengthening our service network across India, Australia, and Europe to ensure faster and more reliable customer support.

Finally: People and Culture

“People remain the foundation of Fornnax’s success. We will continue to invest in talent, leadership development, and a culture built on ownership, collaboration, and continuous improvement,” states Mr. Kundaria.

With a strong commitment to sustainability in everything we do, our ambition is not only to grow our business, but also to actively support the circular economy and contribute to a cleaner, more sustainable future.

Guided by a shared vision and disciplined execution, 2026 is set to be a defining year for us, driven by innovation across diverse recycling applications, large-scale global installations, and manufacturing excellence.

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Concrete

Technology plays a critical role in achieving our goals

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Arasu Shanmugam, Director and CEO-India, IFGL, discusses the diversification of the refractory sector into the cement industry with sustainable and innovative solutions, including green refractories and advanced technologies like shotcrete.

Tell us about your company, it being India’s first refractory all Indian MNC.
IFGL Refractories has traditionally focused on the steel industry. However, as part of our diversification strategy, we decided to expand into the cement sector a year ago, offering a comprehensive range of solutions. These solutions cover the entire process, from the preheater stage to the cooler. On the product side, we provide a full range, including alumina bricks, monolithics, castables, and basic refractories.
In a remarkably short span of time, we have built the capability to offer complete solutions to the cement industry using our own products. Although the cement segment is new for IFGL, the team handling this business vertical has 30 years of experience in the cement industry. This expertise has been instrumental in establishing a brand-new greenfield project for alumina bricks, which is now operational. Since production began in May, we are fully booked for the next six months, with orders extending until May 2025. This demonstrates the credibility we have quickly established, driven by our team’s experience and the company’s agility, which has been a core strength for us in the steel industry and will now benefit our cement initiatives.
As a 100 per cent Indian-owned multinational company, IFGL stands out in the refractory sector, where most leading players providing cement solutions are foreign-owned. We are listed on the stock exchange and have a global footprint, including plants in the United Kingdom, where we are the largest refractory producer, thanks to our operations with Sheffield Refractories and Monocon. Additionally, we have a plant in the United States that produces state-of-the-art black refractories for critical steel applications, a plant in Germany providing filtering solutions for the foundry sector, and a base in China, ensuring secure access to high-quality raw materials.
China, as a major source of pure raw materials for refractories, is critical to the global supply chain. We have strategically developed our own base there, ensuring both raw material security and technological advancements. For instance, Sheffield Refractories is a leader in cutting-edge shotcreting technology, which is particularly relevant to the cement industry. Since downtime in cement plants incurs costs far greater than refractory expenses, this technology, which enables rapid repairs and quicker return to production, is a game-changer. Leading cement manufacturers in the country have already expressed significant interest in this service, which we plan to launch in March 2025.
With this strong foundation, we are entering the cement industry with confidence and a commitment to delivering innovative and efficient solutions.
Could you share any differences you’ve observed in business operations between regions like Europe, India, and China? How do their functionalities and approaches vary?
When it comes to business functionality, Europe is unfortunately a shrinking market. There is a noticeable lack of enthusiasm, and companies there often face challenges in forming partnerships with vendors. In contrast, India presents an evolving scenario where close partnerships with vendors have become a key trend. About 15 years ago, refractory suppliers were viewed merely as vendors supplying commodities. Today, however, they are integral to the customer’s value creation chain.
We now have a deep understanding of our customers’ process variations and advancements. This integration allows us to align our refractory solutions with their evolving processes, strengthening our role as a value chain partner. This collaborative approach is a major differentiator, and I don’t see it happening anywhere else on the same scale. Additionally, India is the only region globally experiencing significant growth. As a result, international players are increasingly looking at India as a potential market for expansion. Given this, we take pride in being an Indian company for over four decades and aim to contribute to making Aatma Nirbhar Bharat (self-reliant India) a reality.
Moving on to the net-zero mission, it’s crucial to discuss our contributions to sustainability in the cement industry. Traditionally, we focused on providing burnt bricks, which require significant fuel consumption during firing and result in higher greenhouse gas emissions, particularly CO2. With the introduction of Sheffield Refractories’ green technology, we are now promoting the use of green refractories in cement production. Increasing the share of green refractories naturally reduces CO2 emissions per ton of clinker produced.
Our honourable Prime Minister has set the goal of achieving net-zero emissions by 2070. We are committed to being key enablers of this vision by expanding the use of green refractories and providing sustainable solutions to the cement industry, reducing reliance on burnt refractories.

Technology is advancing rapidly. What role does it play in helping you achieve your targets and support the cement industry?
Technology plays a critical role in achieving our goals and supporting the cement industry. As I mentioned earlier, the reduction in specific refractory consumption is driven by two key factors: refining customer processes and enhancing refractory quality. By working closely as partners with our customers, we gain a deeper understanding of their evolving needs, enabling us to continuously innovate. For example, in November 2022, we established a state-of-the-art research centre in India for IFGL, something we didn’t have before.
The primary objective of this centre is to leverage in-house technology to enhance the utilisation of recycled materials in manufacturing our products. By increasing the proportion of recycled materials, we reduce the depletion of natural resources and greenhouse gas emissions. In essence, our focus is on developing sustainable, green refractories while promoting circularity in our business processes. This multi-faceted approach ensures we contribute to environmental sustainability while meeting the industry’s demands.

Of course, this all sounds promising, but there must be challenges you’re facing along the way. Could you elaborate on those?
One challenge we face is related to India’s mineral resources. For instance, there are oxide deposits in the Saurashtra region of Gujarat, but unfortunately, they contain a higher percentage of impurities. On the magnesite side, India has deposits in three regions: Salem in Tamil Nadu, Almora in Uttarakhand, and Jammu. However, these magnesite deposits also have impurities. We believe the government should take up research and development initiatives to beneficiate these minerals, which are abundantly available in India, and make them suitable for producing high-end refractories. This task is beyond the capacity of an individual refractories company and requires focused policy intervention. While the government is undertaking several initiatives, beneficiation of minerals like Indian magnesite and Indian oxide needs to become a key area of focus.
Another crucial policy support we require is recognising the importance of refractories in industrial production. The reality is that without refractories, not even a single kilogram of steel or cement can be produced. Despite this, refractories are not included in the list of core industries. We urge the government to designate refractories as a core industry, which would ensure dedicated focus, including R&D allocations for initiatives like raw material beneficiation. At IFGL, we are taking proactive steps to address some of these challenges. For instance, we own Sheffield Refractories, a global leader in shotcrete technology. We are bringing this technology to India, with implementation planned from March onwards. Additionally, our partnership with Marvel Refractories in China enables us to leverage their expertise in providing high-quality refractories for steel and cement industries worldwide.
While we are making significant efforts at our level, policy support from the government—such as recognising refractories as a core industry and fostering research for local raw material beneficiation—would accelerate progress. This combined effort would greatly enhance India’s capability to produce high-end refractories and meet the growing demands of critical industries.

Could you share your opinion on the journey toward achieving net-zero emissions? How do you envision this journey unfolding?
The journey toward net zero is progressing steadily. For instance, even at this conference, we can observe the commitment as a country toward this goal. Achieving net zero involves having a clear starting point, a defined objective, and a pace to progress. I believe we are already moving at an impressive speed toward realising this goal. One example is the significant reduction in energy consumption per ton of clinker, which has halved over the past 7–8 years—a remarkable achievement.
Another critical aspect is the emphasis on circularity in the cement industry. The use of gypsum, which is a byproduct of the fertiliser and chemical industries, as well as fly ash generated by the power industry, has been effectively incorporated into cement production. Additionally, a recent advancement involves the use of calcined clay as an active component in cement. I am particularly encouraged by discussions around incorporating 12 per cent to 15 per cent limestone into the mix without the need for burning, which does not compromise the quality of the final product. These strategies demonstrate the cement industry’s constructive and innovative approach toward achieving net-zero emissions. The pace at which these advancements are being adopted is highly encouraging, and I believe we are on a fast track to reaching this critical milestone.

– Kanika Mathur

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Technology

ARAPL Reports 175% EBITDA Growth, Expands Global Robotics Footprint

Affordable Robotic & Automation posts strong Q2 and H1 FY26 results driven by innovation and overseas orders

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Affordable Robotic & Automation Limited (ARAPL), India’s first listed robotics firm and a pioneer in industrial automation and smart robotic solutions, has reported robust financial results for the second quarter and half year ended September 30, 2025.
The company achieved a 175 per cent year-on-year rise in standalone EBITDA and strong revenue growth across its automation and robotics segments. The Board of Directors approved the unaudited financial results on October 10, 2025.

Key Highlights – Q2 FY2026
• Strong momentum across core automation and robotics divisions
• Secured the first order for the Atlas AC2000, an autonomous truck loading and unloading forklift, from a leading US logistics player
• Rebranded its RaaS product line as Humro (Human + Robot), symbolising collaborative automation between people and machines
• Expanded its Humro range in global warehouse automation markets
• Continued investment in deep-tech innovations, including AI-based route optimisation, autonomy kits, vehicle controllers, and digital twins
Global Milestone: First Atlas AC2000 Order in the US

ARAPL’s US-based subsidiary, ARAPL RaaS (Humro), received its first order for the next-generation Atlas AC2000 autonomous forklift from a leading logistics company. Following successful prototype trials, the client placed an order for two robots valued at Rs 36 million under a three-year lease. The project opens opportunities for scaling up to 15–16 robots per site across 15 US warehouses within two years.
The product addresses an untapped market of 10 million loading docks across 21,000 warehouses in the US, positioning ARAPL for exponential growth.

Financial Performance – Q2 FY2026 (Standalone)
Net Revenue: Rs 25.7587 million, up 37 per cent quarter-on-quarter
EBITDA: Rs 5.9632 million, up 396 per cent QoQ
Profit Before Tax: Rs 4.3808 million, compared to a Rs 360.46 lakh loss in Q1
Profit After Tax: Rs 4.1854 lakh, representing 216 per cent QoQ growth
On a half-year basis, ARAPL reported a 175 per cent rise in EBITDA and returned to profitability with Rs 58.08 lakh PAT, highlighting strong operational efficiency and improved contribution from core businesses.
Consolidated Performance – Q2 FY2026
Net Revenue: Rs 29.566 million, up 57% QoQ
EBITDA: Rs 6.2608 million, up 418 per cent QoQ
Profit After Tax: Rs 4.5672 million, marking a 224 per cent QoQ improvement

Milind Padole, Managing Director, ARAPL said, “Our Q2 results reflect the success of our innovation-led growth strategy and the growing global confidence in ARAPL’s technology. The Atlas AC2000 order marks a defining milestone that validates our engineering strength and accelerates our global expansion. With a healthy order book and continued investment in AI and autonomous systems, ARAPL is positioned to lead the next phase of intelligent industrial transformation.”
Founded in 2005 and headquartered in Pune, Affordable Robotic & Automation Ltd (ARAPL) delivers turnkey robotic and automation solutions across automotive, general manufacturing, and government sectors. Its offerings include robotic welding, automated inspection, assembly automation, automated parking systems, and autonomous driverless forklifts.
ARAPL operates five advanced plants in Pune spanning 350,000 sq ft, supported by over 400 engineers in India and seven team members in the US. The company also maintains facilities in North Carolina and California, and service centres in Faridabad, Mumbai, and San Francisco.

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